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Conflict management in our self managing team

Comments As a CIO, you should be encouraging competition between staff members. Here are 6 ways to manage team conflicts. Consider an executive coach Consider if you need a coach to help you and your team.

Introducing a third party will change your team dynamic. But there is a clear need to have a focus on specific team rules around conflict management. Let me illustrate two principles that I learnt from a very knowledgeable consultant, Chris Patty: Firstly, when a conflict arises, the worst situation is that the aggrieved party complains to you, the CIO, effectively handing the responsibility to you to solve the issue.

  • Be open and honest, discuss it in a private setting, document it, and have all parties sign it;
  • Conflict arises from differences, and when individuals come together in teams, their differences in terms of power, values, and attitudes contribute to the creation of conflict;
  • When conflict occurs we must not turn our backs and hope it will go away;
  • When parties realize that there are areas where they are in agreement, they can often begin to move in a new direction;
  • There will be instances when smoking and dress code are damaging.

There are times when you should intervene but for a team to be effective, it needs to operate with trust and transparency. This is not about creating an ugly confrontation; it is about being authentic and letting others know your perspective.

  1. There are some important caveats when giving feedback however — see this blog. The right level of level of reflection will help you see what is happening and try to make small adjustments that help the team to resolve issues.
  2. As teams become more responsible for managing themselves, it is important for organisations to help them by identifying the knowledge, skills, and abilities KSAs required to handle conflict.
  3. Develop an action plan describing what each person will do to solve the problem.
  4. In addition, bringing differences to the surface can result in better ideas and more innovative solutions. If the conflict remains unsettled, a mediator can be brought in to help resolve the situation.

As the CIO, when you then hear complaints that Fred has done something untoward, you need to raise it with him immediately. At the same time, your team members need to feel they can count on you for support. How your team behaves when the pressure is on is what counts. Secondly, the team needs to understand how to relate to others and embrace these differences.

  • For individuals to work effectively in teams they must be able to clearly communicate their ideas, to listen, and be willing to disagree;
  • A ready reference for solving common team problems;
  • From time to time teams must break free of their routine and do something different together, away from the office;
  • A primer on organizational behavior 4th ed.

A real strong team is able to use this diversity to drive a challenging agenda. You need to have a common lexicon and model. What is more critical is that there is a standard approach that the team can use to evaluate and determine their differences. By investing this time, the CIO is able to ensure that his or her team builds perspective how others think while reflecting on how to work effectively with staff.

It is not healthy for issues to remain open and not resolved, nor is it going to be ideal for perceptions that the CIO plays favourites.

  • Resolving Conflict in Work Teams A major advantage a team has over an individual is its diversity of resources, knowledge, and ideas;
  • Then developing plans to transfer these skills and capabilities over to their teams;
  • This leads to greater team efficiency and effectiveness;
  • Conflict can lead to new ideas and approaches to organisational processes, and increased interest in dealing with problems;
  • People associate conflict with negative responses such as anger, fear, tension, and anxiety;
  • I like the example of Best Buy, a leading US electronics retailer conducting a radical experiment to transform its culture.

To always be intervening and to resolve conflicts is not always the best approach. The hard part is deciding when you absolutely have to intervene.

How to manage team conflicts

Be influential Be open to being influenced by your team members and be sure to encourage them to be the same. When all team members are open to being influenced by others, then they build mutual respect. Such behaviour is critical in making decisions and building ownership of team outcomes. This is a key success factor in getting teams to work well as a group. There is a key element here in role modeling what you expect others to do.

One of the best leaders that I worked for had a talent for taking in feedback from all staff and stakeholders. He listened and observed, then made a firm decision. As all had an opportunity to contribute to the decision, then he expected nothing but acceptance and commitment.

In this way he managed team conflicts by his inclusive approach.

  1. All members should be willing to work together to help each other meet their deadlines.
  2. In these new complex, hybrid organisations, employees often find themselves serving on a variety of project teams, being led by a variety of project mangers while reporting directly to functional managers. Talk about it Possibly the most awkward and feared aspect of conflict is the point at which the two parties must face each other and their differences.
  3. The mediator must be trained in conflict resolution, understand policy and ethics, be trusted by the team, and have the ability to remain neutral. Industrial Engineering, 24 5 , 54 — 59.
  4. To always be intervening and to resolve conflicts is not always the best approach.

Everyone felt that they had been listened to and then more easily accepted the change that was coming. Reflect on your own position You have to reflect on your own role and decide if you are effectively managing team conflict. Read more 6 mindsets of culture transformation This means that you build your own self-awareness of what situations that you leave your team in while ensuring you are providing them the right environment to be successful.

The right level of level of reflection will help you see what is happening and try to make small adjustments that help the team to resolve issues. Always be sure to under promise and over deliver. When you take on too much and do the opposite, you are putting your team at risk. And this destroys trust. Do exactly what you would like your team to do and be a role model. Intervene and reset Finally, there are times that that you must intervene and help to team to reset.

This calls for seasoned judgment and making an assessment that the conflict is escalating and not been handled by any of the parties. A cool head is required and it is important to be involved but not get dragged into trying to be both judge and jury. It is likely that there will be conflicting facts and stories that will be hard to reconcile.

You have to recognise the critical moments for your team members and be prepared to have their back. This may sometimes be in direct conflict with one of your own desires. You are indeed managing conflicts including your own, which is an art that needs to be mastered.